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From Lean Startup to Agile Enterprise

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Don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book), if you like the ideas raised in this presentation.

From #AgileIndia2014

Traditional models of management and corporate governance are failing to keep up with the needs of the modern economy. Change, both technological and cultural, is occurring at faster rates than ever before. In this climate, modern enterprises will live or die on their ability to adapt. This is where Agile, and Agile Business Management, come in. Agile is change; changing how you think, changing how you work and changing the way you interact. This is important whether you are a software developer or a CEO.

In this presentation, Evan will provide engaging and enlightening case studies of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the leadership of teams, divisions and businesses.

Taking the successful concepts and methods from the Agile movement and Evan's new book "Directing the Agile Organisation", Agile Business Management is a framework for the day-to-day management of organisations regardless of industry, size or location. We will discuss processes, techniques, and case studies for the 4 key domains from Agile Business Management;

1. You, the Agile Manager - What makes a good manager and how do their responsibilities change?
2. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone's satisfaction.
3. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage empowered staff.
4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and Incremental or Continuous Delivery processes.

Ultimately, the goal of this presentation is to make you think about your role as a leader.

Published in: Business, Technology
  • HI Amber,

    Assuming you're not talking about traditional agile (where I would consider it to be becoming mainstream), there aren't many statistics on organisations adopting Agile Business Management, or even just adaptable business practices. Based on my experience, I still expect it to be a fairly small number. There are many organisations moving towards this approach, but it is by no means an industry standard, yet...

    My book, Directing the Agile Organisation, has a number of case studies of where Agile has been used outside of IT. http://agilebusinessmanagement.org has some additional case studies as well.
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  • Hi, do you have any good, recent statistics on enterprise, SMB, and startups moving towards Agile? Or can you point me in the direction of where I can find this?
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From Lean Startup to Agile Enterprise

  1. 1. FROM LEAN STARTUP TO AGILE ENTERPRISE EVAN LEYBOURN
  2. 2. CHRYSLER, DELPHI, TEXACO, KODAK, LTV, COMPAQ, DIGITALWHAT DO THESE COMPANIES HAVE IN COMMON
  3. 3. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  4. 4. INTERESTING WE LIVE IN TIMESUSE THE AGILE MANIFESTO INTERESTING
  5. 5. WHAT DRIVES A TRANSFORMATIONCULTURE, DEMAND, & STRENGTHS BUSINESSBUSINESS
  6. 6. Business change via sustained effort across the organisation Change Change Change Images shamelessly stolen from Ahmed Sidky (ICAgile)
  7. 7. PRE-AGILE » LEARNING AGILE STAGE ONE
  8. 8. DEFINE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
  9. 9. MEASURE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
  10. 10. COMMUNICATE YOUR AGILE VALUESPROCESS DRIVEN > RELATIONSHIP DRIVENINDIVIDUALS AND INTERACTIONSCOMPLETED PRODUCTS & SERVICESPERSONAL OWNERSHIP & ACCOUNTABILITYCULTURE OF TRANSPARENCYCUSTOMER COLLABORATIONRESPONDING TO CHANGE
  11. 11. DEVELOP AN AGILE RECRUITMENT POLICYTO DEVELOP ORGANISATIONAL CULTURE
  12. 12. PIVOT & RETROSPECTIVES CONTINUOUS BUSINESS IMPROVEMENT
  13. 13. Elephant in the Room New Zealand Post Group
  14. 14. TRANSITION TO CONTINUOUS DELIVERY HR, SALES, LEGAL, CUSTOMER SUPPORT, MEDIA & COMMS
  15. 15. TRANSITION TO INCREMENTAL DELIVERY FINANCE, MARKETING, LEGAL, R&D, OPERATIONS
  16. 16. TRACK, CONTROL & VISUALISE WORKFLOWENTERPRISE KANBAN / STRICT WIP
  17. 17. INITIAL ORGANISATIONAL RESTRUCTURECROSS-FUNCTIONAL TEAM STRUCTURE
  18. 18. Agile Business Management Minimum Wage Employment
  19. 19. CONTINUOUS & TARGETED COACHINGMANAGERS, STAFF AND CUSTOMERS
  20. 20. A CORPORATE LANGUAGEPAIR PROGRAMMING » PAIR WORKDAILY SCRUM » DAILY STAND-UPSCRUM OF SCRUMS » SUMMARY STAND-UPTEST-DRIVEN DEVELOPMENT » TEST-DRIVEN WORKSPRINT » ITERATIONPRODUCT OWNER » CUSTOMER REPRESENTATIVESCRUM MASTER » TEAM FACILITATOR
  21. 21. EARLY AGILE » AGILE MANAGEMENT STAGE TWO
  22. 22. AN AGILE EXECUTIVE AGILE CORPORATE GOVERNANCE
  23. 23. AN AGILE BOARD AGILE CORPORATE GOVERNANCE
  24. 24. An Executive Kanban New Zealand Post Group
  25. 25. AGILE KEY PERFORMANCE INDICATORSIS THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, ENGAGING WITH THE TEAM REGULARLY? IS THERE A REDUCTION IN IDENTIFIED DEFECTS BY CONSUMERS (NOTE: CONSUMER, NOT CUSTOMER)? IS THE TEAM/PERSON MEETING AGREED DUE DATES? ARE QUALITY CONTROL TESTS OCCURRING DURING EVERY ITERATION? IS THE TEAM ENGAGING WITH THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, REGULARLY? IS THE CUSTOMER HAPPY WITH THE WORK BEING PRODUCED? HAVE OVERHEAD COSTS (E.G. ADDITIONAL MEETINGS, DELIVERY/RELEASE COSTS, DELAYS) BEEN REDUCED?
  26. 26. AGILE FINANCIAL MANAGEMENT MONTHLY BUDGETS AND TEAM CONTINGENCY
  27. 27. CONTINUE ORGANISATIONAL RESTRUCTUREFACILITATION-BASED MANAGEMENT
  28. 28. +3 +7
  29. 29. DEVELOP AGILE RELATIONSHIPS INTEGRATED CUSTOMER ENGAGEMENT
  30. 30. - “How much is this going to cost?” - “As much as you’re willing to spend.”
  31. 31. - “How long is this going to take?” - “As long as is necessary.”
  32. 32. - “What am I going to get?” - “Whatever you tell us you want.”
  33. 33. PIVOT REVIEW & REFINE THE BUSINESS MODEL
  34. 34. CONTINUOUS IMPROVEMENT RETROSPECTIVES
  35. 35. MEASURE, TRACK & VISUALISE WORKFLOWBURNDOWN, CFD, STATISTICAL RUN CHARTS
  36. 36. AGILE PRACTITIONERS » CONTINUOUS IMPROVEMENTSTAGE THREE
  37. 37. FINALISE ORGANISATIONAL RESTRUCTURE DYNAMIC, EMPOWERED TEAMS & LEAN MANAGEMENT HIERARCHY
  38. 38. Organisation Chart City of Edmonton
  39. 39. SUPPORT SELF- ORGANISING TEAMSSKILLS AUDIT / REGISTER
  40. 40. TEST-DRIVEN WORK AGILE QUALITY CONTROL
  41. 41. PAIR WORK WHO SAYS ITS JUST FOR DEVELOPERS
  42. 42. CONTINUOUS IMPROVEMENT RETROSPECTIVES
  43. 43. http://agilebusinessmanagement.org - Case Studies - Articles - Community Join our Agile Journey
  44. 44. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATION BY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE

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